CHAPTER 1: AN HONORABLE AMBITION

Summary

In chapter one of this book, the author introduces the notion that the ambition to lead can be either noble or self-serving and that one should guard against the latter (pp. 14-15). Motives in leadership can either limit or enhance the results to be produced in ministry. Ultimately, the best motivation for leadership is to serve God and serve others through leadership. These two endeavors are essentially the commands to love God and love one’s neighbor worked out practically in leadership. Servant leadership is the aim of spiritual leadership (p. 15).

The Chapter’s Three Best Insights or Ideas

1. The 1 Timothy 3:1 quote (p. 13), “To aspire to leadership is an honorable ambition.” is counter-intuitive.       One would think that all ambition is evil. Yet, God regards well the ambition to serve Him with a pure heart.
2. Ambition comes from the Latin word meaning “to campaign for promotion” (p. 15). But, this is not the proper definition of ambition for the “true spiritual leader.” Servant-leaders campaign for God and others rather than self.
3. The heart for servant-leadership expressed in the life of Count Nikolaus von Zinzendorf, who founded the Moravian church, was proven out in the effectiveness of its missionary work abroad (p. 16). Those who followed his example of service and devotion to God through ministry leadership achieved great success in both the results of their ministries and the number of them called to the work.

CHAPTER 2: THE SEARCH FOR LEADERS

Summary

Real spiritual leaders are “in short supply” in the church today (p. 17). All the leaders God calls have shortcomings (p. 17), but God uses them nonetheless. Sacrifice is a hallmark of the spiritual leader and may explain why so few serve in leadership or succeed in it (p. 18).

The Chapter’s Three Best Insights or Ideas

1. Spiritual leaders are not self-made men, but God-made leaders (p. 18). It is one thing to try to make oneself into a spiritual leader. It is quite another to surrender oneself to God and seek transformation by Him.
2. Samuel Brengle’s quote about total devotion to relationship with God as the key to effective leadership is insightful (p. 19).
3. A failure to lead people “toward the spiritual uplands” will inevitably enable their spiritual stumbling (p. 19).

CHAPTER 3: THE MASTER’S PRINCIPLE

Summary

This chapter expands on the concept of servant-leadership. To be great in the sight of God, one must be willing to serve (p. 21). Leaders do not “lord over” their flocks, but nurture and guide them in love (p. 22). God is sovereign in His calling of spiritual leaders (p. 22). Spiritual leadership requires suffering (p. 23). In Isaiah 42, the coming Messiah’s example of servant leadership is set out in six distinct areas: 1). total dependence on God, 2). the approval of God, 3). modesty, 4). empathy and sympathy with the condition of others, 5). optimism about His ministry, and 6). the anointing of the Holy Spirit (pp. 23-25).

The Chapter’s Three Best Insights or Ideas

1. A great insight is the Scripture’s infrequent use of the term “leader(s)” to describe spiritual leaders such as Moses, and its frequent use of the term “servant” (p. 21) with regard to same.
2. Jesus’ rebuff of the ambition of James and John is telling (p. 22). Leadership should not be sought for personal gain, but rather for service to God. The spiritual leadership should expect hardship, humiliation, and attack.       Glory will likely not come from men. But God will honor His humble servant.
3. Jesus’ example of modesty (p. 24) in the face of Satan’s tempting Him to grasp for glory is a compelling warning to avoid being lifted up with pride and arrogance which are the snares of the devil.

CHAPTER 4: NATURAL AND SPIRITUAL LEADERSHIP

Summary

This chapter addresses the issue of natural versus spiritual leadership. Actually, spiritual leadership blends (the) natural and (the) spiritual” (p. 28), but the spiritual is of primary import. Leaders are gifted according to the Spirit of God and then conformed to the will of God (p. 29). While circumstances and timing may appear to choose the leader, it is God who has prepared and called the leader in his or her circumstances and time (p. 29).

The Chapter’s Three Best Insights or Ideas

1. The contrast between the natural and the spiritual attributes of leaders (p. 29) is revealing and convicting: The natural leader is self-confident, knows men, makes his own decisions, is ambitious, creates his own methods, enjoys command, seeks personal reward and is independent. The spiritual leader is confident in God, knows Him, seeks His will, is humble, follows God’s example, delights in obedience to God, depends on Him, loves Him, and loves others.
2. The quote from the biography of Sangster was both foreign and true. His willingness to serve while loathing the task is an excellent example of the heart of a true spiritual leader.
3. The episode of Saint Francis and the brother who questioned the reasons for his calling showed a humility that seems absent in many “spiritual” leaders today. This very humility rings authentic in Francis and is clear evidence of his calling.

CHAPTER 5: CAN YOU BECOME A LEADER?

Summary

Chapter 5 helps the reader discover his or her aptitude for leadership through a twenty-two question test, which is approximately half of the chapter (pp. 36-37). These questions are designed to uncover both natural ability and spiritual giftedness.

The Chapter’s Three Best Insights or Ideas

1. Having read the book twice now, the first time having been seven years ago, it was interesting to re-read my personal margin notes in this chapter. When I first read the book, I noted my personal struggle with nine of the twenty-two test questions. Today, I can clearly see my improvement in many of these areas.       In particular, I have learned to develop rather than direct people, and to encourage rather than criticize (p. 37).
2. The admonition, “If you cannot keep a secret, do not try to lead.” is a valuable reminder and encouragement (p. 38). In leadership, many opportunities arise in which discretion is required. The indiscreet leader will not lead anyone very long.
3. Attempting to “maintain an image of infallibility” (p. 38) undermines one’s ability to lead as most people can see through the attempt down to the insecurity and pride that underlies it.

CHAPTER 6: INSIGHTS ON LEADERSHIP FROM PAUL

Summary

Chapter 6 discusses the qualifications for ministry and the example of the Apostle Paul. Paul was perhaps the best example of spiritual leadership after Christ Himself. He was trained and prepared well before his calling, an effective natural leader and most powerful under the headship of Christ (p. 40). Sanders divides Paul’s list of qualifications for leadership found in 1 Timothy 3:2-7 into five categories: social, moral, mental, personality, and domestic.

The Chapter’s Three Best Insights or Ideas

1. The spiritual gift and natural aptitude for teaching “creates opportunities to help others understand the meaning of spiritual life” (p. 41). This is a useful insight. Teaching is not just to impart information, but to help others grow and mature spiritually.
2. “A spouse must fully share the leader’s spiritual aspirations and be willing to join in the necessary sacrifices” (p. 43) is a test which all spiritual leaders should pass before entering into ministry service.
3. In the selection of leaders in the early stages of building a church, Sanders suggests men who are “stable in character, spiritual in outlook, and not ambitious for position.”       Upon reflection, I have determined that the three men I have selected for leadership in our church meet these qualifications. This insight from the book was reassuring for me as a pastor of a small church.

CHAPTER 7: INSIGHTS ON LEADERSHIP FROM PETER

Summary

The main thrust of this chapter is present the characteristics of Peter’s leadership. Peter was a leader with natural abilities (p. 47) and a shepherd’s heart (pp. 48-49). The spiritual leader should serve willingly (p. 48), with no desire for wealth or fame (p. 48), and in humility (p. 49).

The Chapter’s Three Best Insights or Ideas

1. The call for spiritual leaders to serve as examples to their flocks is both a responsibility and a warning (p. 49) to spiritual leaders. This is pleasing to the lord for His under shepherds to represent Him well. To bring dishonor to His name as an under shepherd is the most grievous of sins for flock and the lord.
2. The paragraph (p. 49) on humility is an important reminder to the reader to keep his pride in check.       Arrogance undermines a leader’s ministry and effectiveness and causes him to lose favor with both the flock and the Lord. God will give power to the humble leader.
3. In the final section of the book, Sanders addresses the weight of ministry and the value of relying upon the Lord to supply every need of the spiritual leader (p. 50). This can easily be forgotten in the hustle and bustle of daily ministry. Too often leaders work within their own giftedness and fail to seek the Lord’s provision and results, rather than their own. In the leader’s weakness is the Lord’s greatest most manifest.

CHAPTER 8: ESSENTIAL QUALITIES OF LEADERSHIP

Summary

This chapter is fully grounded in the 1 Timothy 3:2-7 passage which regards the qualifications for elders. Sanders organizes the criteria in this passage under the following headings: Discipline, Vision, Wisdom, Decision, Courage, Humility, and Integrity and Sincerity. Sanders defines discipline as both self discipline and the submission to authority (pp. 52-54). He describes vision as both insight (p. 55) and goal-setting (p. 56), as well as having a positive outlook (p. 56). Sanders notes that wisdom is essentially the proper application of knowledge (p. 57). In the section on decision, he points to decisiveness as a necessary trait of spiritual leaders (p. 58). Under courage, he presents a form of spiritual fearlessness (p. 60). Humility, as mentioned in the prior chapter is indispensable in the life of a spiritual leader (p. 61). Transparency, steadfastness and loyalty are the true hallmarks of the leader who has integrity and sincerity (p. 62).

The Chapter’s Three Best Insights or Ideas

1. The several examples of men who led lives of strict self discipline were inspirational (pp. 53-54).       They show that I can do much more with the time I have if I will only devote each moment to the Lord.
2. “Vision leads to venture and history is on the side of the venturesome” (p. 57). This is a very useful insight. History has proven that “risk takers are profit makers.” Leaders can and must exercise a measure of vision in their ministries. It was Carey who said “Attempt great things for God. Expect great things from God.”
3. Sander’s point that “a leader’s humility should grow with the passing of years” (p. 61) seems counter to the hearts of natural men whose pride seems to grow as their accomplishments mount. Yet, as the spiritual leader matures, he sees that the best work and greatest results of his ministry are directly from the hand of God.

CHAPTER 9: MORE ESSENTIAL QUALITIES OF LEADERSHIP

Summary

In this chapter, Sanders add the additional essential leadership qualities of Humor, Anger, Patience, Friendship, Tact and Diplomacy, Inspirational Power, Executive Ability, the therapy of Listening, and the Art of Letter Writing. Sanders suggests a “controlled [and well] cultivated” sense of humor (p. 67). He argues that Jesus Himself used anger righteously and wisely (p. 69). Patience, rarely the virtue of those considered successful in the world’s eye is an essential quality for the spiritual leader (p. 70). Gregarity, devotion and affection are the keys to developing lasting deep personal friendships (pp. 71-72). These qualities are necessary for the most successful spiritual leaders. Tact and diplomacy are most useful in conflict resolution and preventing conflict, and are indispensable to the spiritual leader (p.73). The power to inspire others to “service and sacrifice” mark’s leaders chosen by God (p. 73). The fruit of executive ability is vision translated into action (p. 74). Sanders encourages the spiritual leader to lend often a sympathetic ear to those of his flock (p. 75). The chapter closes with a word about the importance of keeping up with and deftly handling ones correspondence (p. 75-76).

The Chapter’s Three Best Insights or Ideas

1. The vignette on Jaffrey’s affection for others (p. 72) spoke well to the need of shepherds to spend time with and love on their sheep.
2. The root meaning of the word “tact” has to do with touching (p. 72) and implies the need for a sensitive approach to delicate matters. Tactfulness is often lost on me in my impatience to make things happen and get things done.
3. I was touched by William Carey’s effortless diplomacy (p. 73). The virtue must be acquired through practice and diligent attention to it.       I feel it is not out of reach for me, but is sometimes a difficulty.

CHAPTER 10: ABOVE ALL ELSE

Summary

This chapter regards the work of the Holy Spirit in developing the spiritual leader. First, one must be converted and indwelt by the Holy Spirit (p. 79). Second, one must call upon the power and presence of the Holy Spirit for the work of ministry (pp. 80). Third, one must live a life in surrender to the conviction and will of the Holy Spirit (p. 81). Fourth, one must discover and make effective use of one’s spiritual gifts (p. 82).

The Chapter’s Three Best Insights or Ideas

1. The quote from Acts 6:3, 5 (p. 79) regarding the spiritual condition of Stephen at his calling into the deaconate underscores the need to ensure that men who serve in leadership have significant evidence of a will yielded to the Holy Spirit.
2. The observation that “each of us is as full of the Spirit as we really want to be” was convicting (p. 82). How the Lord will grant to us the measure of His Spirit that we seek and are prepared to receive. Luke 11:13 “If you then, being evil, know how to give good gifts to your children, how much more will your heavenly Father give the Holy Spirit to those who ask Him?”
3. Sanders’ assertion that “spiritual [leaders] can be confident that the Holy Spirit has given him…all necessary gifts for the service at hand” (p. 83). One is not called to a work by the Lord and then left ill-equipped and ill-supplied.

CHAPTER 11: PRAYER AND LEADERSHIP

Summary

I found this chapter on prayer to be the most powerful and comforting. The chapter expresses the utter spiritual poverty of the leader who fails to devote himself to prayer (p. 85). Yet, it also deals with the difficulty of prayer (p. 86), and the solution to this difficulty (p.88), which is the reliance upon the Holy Spirit. Sanders points out the many fruits of prayer, such as power for living, power for ministry and power for healing (p. 89). He argues for value of a consistent and effectual prayer life for the spiritual leader (p. 90). And finally he addresses the apprehension of the knowledge of the will of God through prayer (p. 91).

The Chapter’s Three Best Insights or Ideas

1. The fact that the Holy “Spirit’s help in prayer is mentioned in the Bible more frequently than any other help He gives us” is encouraging and motivates one to ever more fervently seek Him to give one utterance, perseverance and results through prayer (p. 88).
2. The reminder that prayer is a form of spiritual warfare (p. 89) is disconcerting. How unfaithfully I have attended to this discipline of spiritual warfare.
3. That “when God lays a burden on our hearts,” He intends to grant the answer to our prayer (p. 91) is a very powerful and profound insight.

CHAPTER 12: THE LEADER AND TIME

Summary

Chapter 12 addresses the issue of time management. Time is a gift from the Lord and must be managed wisely as a steward (p. 93). Each person is allotted the same amount of time in each day, but some use it more effectively than others (p. 94). Once time is wasted or lost, it can never be recovered (p. 94). Sanders gives several examples of famous people who were noted for their efficient use of time, but most notably Christ (pp. 95-96). The amount of time allotted by God to each person is sufficient to accomplish His will and live according to His plan. (p. 97). It’s when we veer off His plan and will that time management becomes an issue.

The Chapter’s Three Best Insights or Ideas

1. The observation that Jesus was never “interrupted” in the gospel accounts attests not only to His proper stewardship of time, but also His understanding of the sovereignty of God in the events of His earthly life (p. 96).
2. The best plan for the management of one’s time is to seek the Lord’s will and guidance in prayer at the beginning of each day (p. 97).
3. “Do it now” is a motto (p. 98) I adopted for myself some years ago after my first reading of this volume. I have found the motto to make good use of both my impulsiveness and my time.

CHAPTER 13: THE LEADER AND READING

Summary

In this chapter, Sanders discusses the many virtues of a robust reading regimen. He begins with Paul’s studious nature (p. 101). Other examples of studious Christian leaders include Tyndale and Wesley (p. 102). The spiritual leader should read for inspiration and to improve preaching, writing, vocabulary and knowledge of subjects (p. 103). A good reading list should include histories, biographies, poetry, political treatises, Bible commentaries, and even fictional novels (p. 104).

The Chapter’s Three Best Insights or Ideas

1. Books should not be read hastily, so as to accomplish the quick reading of them, but should be studied and mastered (pp. 106-107). The greater benefit comes from delving deeply into a few volumes rather than skimming many.
2. Good and valuable books should be read not once, but several times, at least three. The first time rapid and continuous, the second careful and paced, the third like the first (p. 107).
3. When reading on a particular subject, say the Civil War, coordinate the reading of other related subjects.       For example, read a biography of Lincoln along with a history of the battle of Gettysburg or the poetry of Whitman (p. 106). This is a valuable suggestion.

The CHAPTER 14: IMPROVING LEADERSHIP

Summary

Chapter 14 focuses on the importance of fervency in leadership. Zealous devotion is required (p. 110). A willingness to spend oneself in the enterprise to which one is called is key (p. 110). Hudson Taylor’s advice for leadership in ministry (pp. 112-113) is interpreted in six areas: Administration (improving the ministry), Spiritual Tone (spiritual health and maturity), Group Morale (maintaining camaraderie), Personal Relationships (unity and cohesiveness), Problem Solving (corrective action) and Creative Planning (establishing plans of action).

The Chapter’s Three Best Insights or Ideas

1. The lack of a clearly defined goal or vision hinders forward movement in leadership (p. 109).       The best goals challenge and unify.
2. Indecisiveness and procrastination (p. 110) isn’t leadership. The spiritual leader must be ready to take on difficult issues or problems, find solutions and implement a plan of action.
3. The spiritual health of the ministry’s top leaders should not be assumed or ignored. Standards should be established and active investigation, accountability and corrective measures should be employed whenever necessary to ensure the spiritual health of the leadership group (112).

CHAPTER 15: THE COST OF LEADERSHIP

Summary

Self sacrifice is the focus of Chapter 15. Sanders identifies loneliness, fatigue, criticism, rejection, pressure and perplexity as the primary avenues of self sacrifice. Christ is the ultimate example of self sacrifice. Paul was a lonely and deserted man at the end of his ministry and life. Fatigue is the evidence that one is being spent for the Lord. The lesson in criticism is that there can be a lesson in it for the humble of heart. Pressure and perplexity comes from every area of life, but mostly from one’s own heart.

The Chapter’s Three Best Insights or Ideas

1. In the section on fatigue (p. 118), Sanders writes, “The world is run by tired men.” Busy people are busy getting things done. Fatigue is a badge of honor.
2. The example of Samuel Brengle’s (p. 120) handling of a criticism is inspiring. He thanked the critic, admitted the failure, and expressed true humility. This is the best way to handle criticism.
3. The best leaders are sometimes rejected at first and recognized later, even posthumously (p. 121).       Rejection should not be a call to retreat. When one is sure of one’s calling, to press on in the face of rejection is righteous perseverance.

The CHAPTER 16: THE RESPONSIBILITIES OF LEADERSHIP

Summary

This chapter lists several areas of responsibility for leaders. Spiritual leaders must recognize that they serve as the representatives of Christ (p. 125). To Him is all glory due. He must be in tune with and concerned for the needs of those around him, especially those whom he is leading (p. 126). The meting out of discipline must be done with a broken heart and an even hand (p. 126). Leaders are guides, and guides lead from the front (p. 126). A leader must be a risk-taker (p. 128).

The Chapter’s Three Best Insights or Ideas

1. Hoste’s sympathy for others (p. 126) is counterintuitive for the worldly leader of today. But, for the spiritual leader it is essential in Christ-honoring service.
2. Archbishop Benson’s “rules for life” were very good, especially those regarding refraining from complaint and murmur.
3. The willingness to share blame is both a virtue and near impossibility for many. The humble servant leader will find it possible and practical, and spiritually valuable and rewarding (p. 129).

CHAPTER 17: TESTS OF LEADERSHIP

Summary

Sanders lists five areas in which the true spiritual leader is tested by God: compromise, ambition, impossible situations, failure and jealousy. Compromise is the waiving of “a principle to reach agreement” (p. 131). Spiritual leaders must not compromise their principles. Ambition is rooted in pride and seeks self promotion. The spiritual leader must seek God’s promotion (p. 132). Impossible situations must be faced and their solutions sought with the help of God (p. 133). Perseverance through failures in ministry mark a true spiritual leader (p. 134). The spiritual leader must not be jealous of a rival, nor defensive or arrogant against one whose jealousy is directed toward him (p. 134).

The Chapter’s Three Best Insights or Ideas

1. Mott’s quip (p. 132) that he no longer bothered himself with trivial matters is a good suggestion for all areas of the spiritual leader’s life. Leadership is not expressed in minor matters, but in the weighty opportunities of daily life and ministry that can so often be overlooked when one is too immersed in taking out the trash or rearranging the sock drawer.
2. Some of the greatest characters in the Bible faced failure and survived to serve in ever greater capacities of leadership and ministry (p. 134). As in nearly all spiritual tests, the leader must persevere.
3. A leader called to a work may rely upon God’s vindication when jealousy and treachery attack (p. 135).       He need not take matters into his own hands, for this can only lead to the sin of pride.

CHAPTER 18: THE ART OF DELEGATION

Summary

Delegation is more than just assigning responsibilities and tasks. It involves judgments about character, motive and ability (p. 137). Reasons for poor delegation abound (p. 138), but enlisting and trusting others to help in the work of ministry reflects humility and confidence, essential qualities for spiritual leaders. Failure to delegate reflects fear and insecurity (p. 139). Fearful and insecure leaders will accomplish little. Effective delegation increases the harvest and the blessing in ministry (p. 140).

The Chapter’s Three Best Insights or Ideas

1. Authority and responsibility go hand in hand (p. 137). Delegation which lacks the granting of either will create more problems than it will solve. It is unfair to give responsibility without authority. It is reckless to grant authority without responsibility.
2. Leaders get more done and gain more praise when their subordinates do well (p. 138). Leaders should not be fearful or jealous of the abilities of their subordinates. Rather, they should become their subordinates’ champions.
3. In mission work, locals should be given responsibility for leadership as soon as they show evidence of competence (p. 140). Interference, once responsibility and authority have been delegated, should be rare and only when no other course can be taken.

CHAPTER 19: REPLACING LEADERS

Summary

This chapter discusses the issue of replacing the leader who departs. Often, the test of his leadership is found in the health of an organization after he leaves (p. 143). God sovereignly prepares and selects His own leaders (p. 143). The spiritual leader must remember that he, as are all leaders, is indispensable (p. 144). Even the best leaders have “liabilities and limitations” (p. 145). Only one leader holds office forever, and He is Christ (p. 146). God is working out His will and changes in leadership are apart of His plan (p. 146).

The Chapter’s Three Best Insights or Ideas

1. By the time a person finds himself in a position of spiritual leadership, he can rest assured that God has already been preparing him for this very moment (p. 144). This gives the novice leader great confidence, not in self, but in God.
2. That Joshua was a better choice to conquer Canaan and that he would never have fully developed under the shadow of Moses are terrific insights. These show that change is necessary and that growth occurs through change.
3. Paul’s reminder to the Corinthian leaders that few of them were outstanding in any way, yet God used them as He saw fit is an encouragement to all leaders (p. 145).       It is not where one comes from, but where one is going that counts.

CHAPTER 20: REPRODUCING LEADERS

Summary

Identifying, developing and promoting young leaders is the subject of this chapter. To fully fulfill his trust, the leader must devote himself to this endeavor (p. 147). Subordinates need opportunities to spread their wings (p. 147). They must be trusted, given room for failure and praised well for good performance (p. 147). Young leaders should be stretched with responsibilities (p 149). Timothy is an example of a young leader trained by Paul using these methods. He became a successful pastor and leader (p. 149). Not all leaders will fit the mold (p. 150). It is important to look for and recognize unique but competent young leaders. God will ensure that His leaders are properly prepared for the work He calls them to (p. 150).

The Chapter’s Three Best Insights or Ideas

1. Ambition in the heart of a minister is dangerous and makes him “unprofitable in ministry” (p. 148).       Ambition comes out of a prideful heart that seeks the praise of men. God desires humble men who seek His praise and His will.
2. It is perhaps more important for modern missionaries to devote themselves to the development of others rather than evangelism (p. 148). One good trainer of leaders can multiply his work exponentially if he trains leaders and delegates the work of ministry to them, rather than attempt to go it alone.
3. Age is less important than spiritual maturity (p. 150). A young leader may show signs of deep spiritual insight and maturity which may be lacking in more seasoned men. A developer of leaders should keep an eye open for potential leaders, and rule out no one until he has been thoroughly vetted.

CHAPTER 21: PERILS OF LEADERSHIP

Summary

This chapter covers the perils of leadership which Sanders organizes under nine headings: pride, egotism, jealousy, popularity, infallibility, indispensability, elation and depression, prophet or leader, and disqualification. Sanders offers three tests for pride in ministry. These include precedence, sincerity and criticism (p. 154). Egotism is a self-centered orientation in ministry (p. 154). Jealousy seeks to deny or destroy the work of others and to elevate one’s own accomplishments (p. 155). Christ, rather than the leader, should be the object of a ministry’s popularity (p. 156). One should not become overly confident or self-made (p. 156). Nobody is perfect. The leader must keep about himself a teachable spirit. Infallibility is a blinding illusion. Excess in joy or sorrow is unhealthy for the spiritual leader (p. 157). He should be temperate in all things. It is more important to be a prophet of God than a leader of men (p. 159). The prophet replies upon God’s wisdom and power. The leader who shuns his prophet’s role to lead may find that he has compromised himself and placed too much confidence in the flesh. Self control is the key to preventing disqualification in ministry (p. 160). Many temptations come a leader’s way, but he must devote himself to God and seek Him, His power and His will in all temptations.

The Chapter’s Three Best Insights or Ideas

1. As great a leader as Joshua was, he, too, fell victim to his own pride through the sin of jealousy (p. 155). No one is immune and one must constantly be on guard against such sin.
2. Popularity is a trap (p. 155).       The greatest leaders are aware of it.
3. Paul himself was concerned for his own disqualification from his ministry (p. 159). He constantly checked himself, his motives, and his actions. He was diligent to remain pure in the sight of God and men.

CHAPTER 22: THE LEADER NEHEMIAH

Summary

Nehemiah was a fine example of an effective spiritual leader. He was prayerful and courageous (p. 163). He had a genuine concern for others and a keen insight (p. 164). He was both cautious and bold, and yet decisive (p. 164). He was an excellent administrator and crisis manager, a realist, and empathetic toward others (p. 164). He faced and solved problems (p. 165). He knew how to devise, organize, launch and see a project through (p. 166).

The Chapter’s Three Best Insights or Ideas

1. “The spiritual leader’s task is to build the faith of others” (P. 165). Rather than focus on the impossibility of a situation, Nehemiah led others to focus on God. He was a great encourager of people.
2. Nehemiah was the champion and defender of his people. He did not allow anyone to take advantage of them and worked continually for their welfare and benefit (p. 165).
3. Nehemiah was not discouraged or distracted from his mission by naysayers, critics or opponents (p. 166). He trusted God, used all the resources available to him, persevered and finished the job.

Conclusion

This book is among is both a primer and a manual for leadership. More than a mere reference book, its pages should become well worn through frequent use, and it should be read again and again.